Describes an empirical research study focusing on a specific form of personal development for managers – the use of the … outdoors. This development activity is believed to enhance managers′ understanding of themselves and the ways in which they …

exchange of new technologies, skills and expertise. With this comes increased competition, and managers must add new skills to …

An important difference between managers is the way they manage their time. Explains the difference between effective … and ineffective managers. As a result of its importance, the literature on time management strategies is extensive but it … how managers actually spend their time. Concludes that some roadmaps or models are necessary to guide our understanding of …

Presents the results of a survey of young British managers studying for their MBA about their views on the knowledge … overseas were found to be a very effective means of preparing managers to work in an international environment. Finally …, presents a number of issues and dilemmas business schools need to face concerning the preparation of managers for roles in the …

Considers the development of an innovative award for first‐line managers. Points out that, unlike other first …

, to take cognizance of: major changes in the profiles of unemployed managers; changes in the industrial structure of …

managers and 174 front‐line workers was conducted in Hong Kong to investigate the role of social power in influencing … expert power receiving the lowest score. Managers were more responsive to expert and informational power and less to reward …

company in the brewing industry, illustrates that organizational and managers’ expectations of promotion, responsibility for …

Three categories of managerial skills are described as essential for effectiveness of senior managers: task, people and … analytical and self‐development skills. Argues that managers at the lower level of the hierarchy value task‐related skills … development of senior managers.  …

Drawing on project work in public and private sector organizations, considers the critical factors for managers of … of both supplier and customer managers are examined. Spells out what is involved for supplier managers to take a … genuinely customer‐focused approach to their services, and how customer managers can develop the skills to work best with …